Behavior-Based Safety

MR. JOEL B. ELLO

OCCUPATIONAL SAFETY & HEALTH CONSULTANT
NORMS: PHAROAH

P Participate Actively & enthusiastically

H Speak out Honestly & constructively
A Be regular & punctual in Attendance
R Respect individual differences
O Be Open-minded
A Apply safety everywhere
H Have Fun. Practice Humor.

MOBILE PHONE IN SILENT MODE PLS!

•If you know that you knew it...
-Wisdom
•If you know that you don’t knew it…

-Knowledge
•If you don’t know that you should knew it…

-Ignorance
•If you don’t know that you don’t

knew it. . .
-Stupidity
WHY
BEHAVIOR-BASED
SAFETY ?
Business
Business Busin
ss e s s
B u s i ne
Business
Business B
usiness
u si n e ss
B Business
Business
Profitability – a business must make money
(profit) in order to survive.
Growth – to increase its profit, must expand,
go into other types of business.
Continuity – any interruption or disruption of a
business operation will affect its productivity
and profitability.
Interrupts or disrupts the normal and orderly
progress of any activity and may result in injury
(minor, serious or fatal) to people and/or damage or
destruction of property that result to losses.
Punctured foot
Pointed metal inside his toenail
Toe crushed by a forklift.
Toe amputation
It is better to be careful
100 times

than to get killed once.

Mark Twain
Shoreline Clean-up
Shoreline Clean-up
Oil
Contaminated
Debris
(seagrass,
sands, etc)

Shoreline Clean-up
Shoreline Clean-up
Cleaning of contaminated bamboo
cages
Shoreline Clean-up
Shoreline Clean-up
Shoreline Clean-up
Collected Oily Debris
Collected Oily Debris
Collected Oily Debris
“Emerging Concepts and Practices in Safety”

JOEL B. ELLO, CONSULTANT, OSH

ACCREDITATION NO. 1030-020613-0172
Corporate Staff Officer, Corporate Safety, NATIONAL POWER CORPORATION

E-MAIL: [email protected]
1. BIO/TERRORISM SAFETY

2. DISASTER PREPAREDNESS/MGT.

3. IMS-QESSH/SSHEQ

4. COMPLIANCE TO OHSAS 18001/

ISO 14001

5. BEHAVIOR-BASED SAFETY
SAFETY MANAGEMENT SYSTEM
SMS
15 SAFETY MANAGEMENT SYSTEM
1. Company’s Safety Policy, Vision, Mission
2. Safe Work Practices, “safety as a culture”
3. Safety Training (“it is effective if there are reinforcement strategies”)
4. Safety Meetings at all levels
5. Incident/Accident Investigation & Analysis
6. In-plant safety rules & regulation
7. Safety Promotional campaign
8. Evaluation, selection & control of sub-contractors
(Outsourcing Safety Policy)
9. Safety Audit & Inspections
10. Maintenance regime for all machinery & equipment
11. Risk Mgt./Job Safety/Hazard Analysis
12. The Control of movement & use of
hazardous substances & chemicals
13. Emergency Preparedness & Disaster Mgt.
14. Occupational Health Programs

15. Behavior-Based Safety

Safety Management
System Safety Strategic Action Plan
1. Corporate Safety A doable corporate safety policy which must be signed by the current CEO/Pres., posted in all
Policy installations. Safety must be one of the Key Performance Indicators (KPI’s) for individual and group
performance.

2. Safety as a Culture, Implementation of peer-to-peer monitoring for unsafe behaviors thru the implementation of Behavior-
Behavior-Based Safety Based Safety (BBS) System.
(BBS)

3. Safety Training Minimum of 2 days safety training completed per employee per year. All Safety Eng’rs/Officers must be
DOLE compliant on its accreditations.

4. Safety Meetings Regular conduct of toolbox meetings at the plant.

Regular Safety Committee meeting at the plant level.
First Agenda of Management Team or MANCOM meeting must be SAFETY.

5. Incident/ Accident All near misses, incidents/accidents must be investigated and analyzed to prevent recurrence
Investigation and
Analysis

6. Safety Rules and Safety rules must be up-to-date, consistently followed and enforced.
Regulations Personal Protective Equipments (PPE) must be compulsory to all workers regardless of status.
Issuance of mandatory PPE. Implement the Non-Conformance Ticket (NCT) for safety violators.

7. Safety Promotional Safety slogans, posters and other safety promotional programs must be a regular activities to foster
Campaign the culture of safety. Safety talks in all MEETING and flag ceremonies.

8. Evaluation, Selection and Control Statistics shows that 90% of fatalities incurred by contractors.
of Contractors/Sub-contractors Strict implementation of safety to all contractors and subcontractors, all contracts must be properly
(Outsourcing Safety Policy) evaluated to comply safety standards.
9. Safety Audit and Regular and unscheduled safety audit and inspections must be conducted to all installations. Corrective
Inspections actions to audit findings must be verified. Sanctions must be imposed for non-compliance.

10. Maintenance Regime for all PMS must be strictly implemented as per manufacturers instructions. RCM must be part of safety program.
machineries and equipments Deferment of scheduled PMS must not be tolerated.

11. Risk management, Job High risk positions in the plant must be given appropriate procedures and job steps indicating each
Safety/Hazard Analysis hazards per job steps. Risks must be identified and preventive/proactive and or corrective measures
must be addressed.

12. Emergency Crisis Management Team must be activated to formulate contingency plans. Management must create
Preparedness and Elite Emergency Response Force trained and ready to respond to all types of disasters and emergencies
Disaster Management equipped with rescue equipments and supplies.
A standby safety contingency fund must be readily available deposited in a bank (options).

13. Control of Movement and use of Any movement of hazardous chemicals must observe intl. standards on safety compliance. Hazardous
hazardous substances and substances must be transported within the boundaries of local and international regulations.
chemicals

14. Occupational Health A doable employee wellness program must be implemented dedicated to manage the preventive health
Programs aspects not focusing on curative aspects. Managing lifestyle and health awareness program must be a
regular undertakings.

15. Integration of Systems (QESSH) Quality, To ensure competitiveness in the global market, it must be IMS certified which includes all installations
Environment, Safety, Security and Health , and the Head Office. The Quality, Environment, Safety, Security & Health (QESSH) Programs must be
compliance of Int’l. standards, ISO 9001, aligned to each other. Concerned functions must be grouped to one headed by higher positions reporting
14001, OHSAS 18001 directly to the CEO/OP. Regular local and international benchmarking on the best practices on QESSH
must be conducted.

16. Implementation of 3 Elements of Safety: Hardware involves, PPE, etc.

Hardware, Systems and People Systems, Involves Certifications to OHSAS, JHA/JSA, Risk Mgt.
People, safety must be a culture, management must walk the talk
Types of SMS

A(Hardware)
B(Systems)
C(People)
Where are we now in
Safety?
Reactive?
Dependent?
Independent?
Interdependent?
Reactive?
Safety by Natural Instinct
Compliance as the Goal “I don’t
want to loose my job for getting hurt”
Delegated to Safety Manager –
Injury rates

driven by Safety Manager

Lack of Management Involvement
– “seems every time we had an
incident, everybody is busy”

zero

“ZERO IS UNREALISTIC”
Dependent?
Management Commitment –THEY
say ”Safety is our #1 priority”
Condition of Employment
Injury rates

Fear / Discipline
Rules / Procedures – “Just do
what the procedure says, don’t ask
why”
Supervisor Control, Emphasis
zero and Goals – “THEY are always
having meeting, WE never know
about what”

ZERO IS DIFFICULT Value All People – “You worry bout

your job, I’ll worry about mine”
Training
Independent?

Well understood process and

Personal Knowledge,
operation
Commitment, and Standards
Injury rates

Personal commitment to safety

Internalization
Safety Dept is the Center of
Personal Value
Excellence
Care for Self
Expected Safety Behavior is
communicated
Practice, Habits
zero
Looking forward
Individual Process
Recognition
Improvement

ZERO BY CHANCE
Interdependent?

Cooperation
Help others across
conformthe team
Injury rates

Shared
Others’Ownership
Keeper
Good Safety Contributor
Networking = Good Business
Supervision comfortable allowing
Care for Others
others to lead - - Employees don’t
Organizational
need “approval” Pride
to do everything.
zero

ZERO BY CHOICE
Safety Culture
Natural Instinct

Supervision
Injury rates

Self

Teams
ACCIDENT TRIANGLE

1 Fatality

29 Minor accidents

300 Near misses

(unsafe acts)

“How many of you who want to work to hurt itself?”

1. Basic Critical Factors on Safety
2. Factors affecting Safety Performance
CRITICAL FACTORS IN SAFETY
“ performance indicators”
ATTITUDES

BEHAVIOR
VALUES
HABITS
KNOWLEDGE
SKILLS
Critical factors affecting safety performance
MOTIVATION

TEAMWORK

HUMAN RELATIONS

COMMUNICATION
ATTITUDES:
 Mental problem with regards to facts and the way you
view things.
 In influence of your behavior. You cannot camouflage how
feel.
 It determines the level of your job satisfaction.
 It affects everyone who comes in contact with you.
 It is not only reflected by the tone of your voice, but also
the way you stand or sit, facial expression and other non-
verbal ways.
VALUES ARE:
 Chosen freely from among alternatives
Aware of consequences
 Publicity affirmed
Prized and cherished
 Acted upon
in one’s daily life consistently and
repeatedly
“I have a dream that people will not be judged
according to the color of their skin but
according to the content of their
Behavior.
Martin Luther King
ETHICAL CONSIDERATIONS:
“Live what you preach” “You cannot give if
you don’t have

VALUES
BELIEFS
HABITS
ATTITUDES
BEHAVIOR
KNOWLEDGE
SKILLS
CHANGE PROCESS
CRITICAL FACTORS STAGES OF CHANGE
C
ATTITUDES H Attitudinal
BEHAVIOR A Behavioral
VALUES N Cultural
KNOWLEDGE G Organizational
SKILLS E Technological
Consider this:
Why
Change is both
necessary
and
inevitable.
When you’re through changing,
you’re through! Will Rogers
 
The changing  world demands
change of skills
  and practices.
 
 

Research and development continue to make it

likely that today’s products, methods, systems
won’t be around tomorrow.
If we want to change
the situation we are
in currently, first we
have to change
ourselves.
If we keep doing  
what we’re doing,
we’re going to
keep getting
what we are getting.
It’s insanity
to keep doing the same things
and expect different results.
Almost every significant
breakTHROUGH
is a breakWITH.
The change imperative…

Anything which is
not growing will die.

The person who

does not grow
will, too.
Some symptoms of stagnation…
Out of touch with broad trends
Unwillingness to experiment
Reactive approach
Conformity
Dependence
Skepticism
FEAR, false evidence appearing real
No self-development program
Do you recognize these symptoms?
 Our ability to change is
not a function of capability
but of
choice.
And not a matter of chance.
The reasons for
our failure or
success are
within ourselves.
It isn’t so much what you can do
but what you will do
that really matters.
Change can be of two sorts:
 
 
 

1 
2.              change which comes about because
you can’t make up your mind on the
best way so you keep flitting from one
way to another without making real
progress
change which is rooted in innovation,
.

born out of infusion of new and better ways

of doing the job better, faster, and cheaper.
People normally fall into two groups:
   those who create their future
those who let others create it.

To which group
do you belong?
Don’t ask: “Which works better?”
Rather ask:“What combination works best?”
The essence is finding
the right mixture, the
right blend, the right
integration for the
unique needs and
circumstances that
you face.
The first step in
improving---
admit a deficiency!

Laugh now, improve later.

Confidence comes from knowing
you can do a good job in spite of
your faults, and not from thinking
you don’t have any.
 A smile is an inexpensive way to improve your
looks.
 Each day will be triumphant only when my
smiles bring forth smiles from others.
 Whenever I smile or share, the person I help
most is my self.
 A smile on the lips of a client, not necessarily
onthe lips of the service provider is a sign of
good service.
Change of heart…

“From the state of a man’s heart

proceed the conditions of his life; his
thoughts blossom into deeds, and his
deeds bear the fruitage of character
and destiny.”
James Allen
As A Man Thinketh
True Change…
Change of MIND Change of HEART Change of ACTION

Increased Deepened Changed

knowledge emotion behavior
If we want to make relatively But if we want to make
minor changes in our lives, we significant quantum
can focus on our attitudes and changes, we need to work
behaviors. on our basic paradigms,
which are the source of
our attitudes and
behaviors.
The Key:
BEHAVIORS

PERCEPTIONS
ATTITUDES
VALUES

Build skills for adapting to change on

unchangeable universal core values
So if we want to create
significant change in results,
we can’t just change attitudes
and behaviors, methods or
techniques…
We have to change
the basic paradigms
out of which they
grow.
 
 
Change alone does not beget progress,
but without change there can be no progress.
 
Keep your mind open
to new ideas and ways
of doing things. There
just might be a better
way than the way
something has
previously been done.
The inability to
let go of the past
can lead to
eventual
failure.
We cannot demand excellence
from others unless …

we can command
excellence from
ourselves.
Change now
or
regret later.
Change

Characteristics

Mindset

personality
CHANGE THE WORLD BY CHANGING ME
The Sufi Bayazid says this about himself:

I was a revolutionary when I was young and

all my prayer to GOD was:

“LORD, give me the energy to change the world.”

As I approached middle age and realized that

half of my life was gone without changing a single
soul, I changed my prayer to:

“LORD, give me the grace to change all

those who come in contact with me. Just my
family and friends, and I shall be satisfied.”
CHANGE THE WORLD BY CHANGING ME

Now that I am an old man and my days are

numbered, I have begun to see how foolish I have
been. My one prayer now is:

“LORD, give me the grace to change

myself. If I had prayed for this right from the
start, I should not have wasted my life.”

EVERYBODY THINKS OF CHANGING

HUMANITY. HARDLY ANYONE THINKS
OF CHANGING HIMSELF.
What is a BEHAVIOR?

 A product of values, beliefs & attitudes

 It is a perception
 A product of psychological factors
 Person/situation influence Behavior
 Attitudes + values = culture
 Behavior Change attitudes
 80% of our Behavior relies on situation
Culture is a
combination of an
organization's:

•Attitudes, 
•Behaviors, 

•Beliefs, 

•Values, 

•Ways of doing things,

and
•Other shared

characteristics of a
particular group of
people.
Safety Culture

is the product of individual and

group values,
attitudes, competencies, and
patterns of behaviour
that determine the commitment
to, and the style
and proficiency of, and
organisation's safety programs
Safety Culture

Structure

Strategy Systems

Shared
Safety
Values

Skills Style

Staff
Safety Culture Characteristics
 The crucial importance of leadership, Walk the Talk

 The commitment of the Chief Executive and his

management team

 The executive safety role of line management

 Involvement of all employees

 Openness of communications

 Demonstration of care and concern

 For all employees
 For those affected by the business
Culture Can:
•Socialize newcomers.

•Define influence.

•Determine values
A STRONG SAFETY CULTURE IS A RESULT OF:

•Positive workplace attitudes – from the president to

the newest hire.
•Involvement and buy-in of all members of the

workforce.
•Mutual, meaningful, and measurable safety and

health improvement goals.

•Policies and procedures that serve as reference

tools, rather than obscure rules.

•Personnel training at all levels within the

organization.
•Responsibility and accountability throughout the

organization.
What are the basic elements of a safety culture?

All individuals within the

•

organization believe they have

a right to a safe and healthy
workplace.

•Each person accepts personal

responsibility for ensuring their
own safety and health.

Everyone believes their duty to

•

protect the safety and health of

others.
“I have a dream that people will not be
judged according to the color of their
skin but according to the content of their
Behavior.

Martin Luther King

PERSON INTERNAL
PSCHOLOGICAL
FACTORS

INFLUENCE EXTERNAL
OBSERVABLE
FACTORS

SITUATION BEHAVIOR

HOW PEOPLE BEING SHAPED?

“PAST BEHAVIORS INFLUENCES FUTURE BEHAVIORS”
HOW PEOPLE BEING SHAPED
“Past behaviors influenced future behaviors”

 Family  Environment
 Upbringing  Education
 Heredity  Culture
 Race  Peers
 Religion  Friends
 Society  Government
 Economic Conditions  Tri media
PERSON INTERNAL
SAFETY CLIMATE PSCHOLOGICAL
FACTORS

EXTERNAL
INFLUENCE OBSERVABLE
FACTORS

ORGANIZATION JOB
SAFETY MANAGEMENT SAFETY BEHAVIOR
SYSTEM Behavioral Safety System
ORGANIZATIONAL SAFETY CULTURE

TRANSFORMATION
INPUTS PROCESS OUTPUTS OUTCOME

Safety values & Company goals Safety SAFETY

beliefs Safety and AS
Behavior Management Culture A
Organization of practices WAY
Safety systems OF
LIFE
TRADITIONAL CONCEPT OF SAFETY:
(GENETIC)

“IF YOUR FATHER OR GRANDFATHER HAS AN INCIDENT,

YOU WILL HAVE AN ACCIDENT TOO.”
ACCIDENT CAUSATION CHAIN

STRATEGI
C
TACTICAL
OPERATIONAL
BEHAVIORAL
DEFENSIVE
ACCIDENT
WILL
HAPPEN

ACCIDENT ARE CAUSED BY A SEQUENCE OF EVENTS

THAT ENCOMPASES FIVE(5) DISCRETE STAGES
BEHAVIOR AND THE ACCIDENT CAUSATION CHAIN
No procedures for selecting contractors

Poor Contractor control

STRATEGIC
No emergency equipment
TACTICAL Entering confined space
w/o SCBA or gas detector
OPERATIONAL
No standby
BEHAVIORAL emergency Team

DEFENSIVE
ACCIDENT
WILL
HAPPEN

Stopping the unsafe behavior is the 1st step,

Then examine the organization management systems
that are causing such behavior.
DEFINING SAFETY CULTURE
ENABLED NON-ENABLED DIFFICULT
ELEMENTS:
BEHAVIOR BEHAVIOR BEHAVIOR

A. SAFETY LEADERSHIP
(“If you cannot manage safety,
you cannot manage yourself”)

B. SAFETY MGT. SYSTEM

(How the company manage
the safety culture?)
C. RISK PRODUCING BEHAVIORS
(Ex.Horseplay..)

D. RISK MITIGATING BEHAVIORS

(Ex. Use of PPE)

E. PROCEDURAL BEHAVIOR
HOW DO WE STOP UNSAFE
BEHAVIOR FROM OCCURING?

Analyze unsafe behaviors

What do we need to do?
Pinpoint desired safe behaviors

How do we know how Measure safe behaviors daily

we are doing? Give feedback to people

Zero accidents/injuries
What’s in it for you? Recognition for peers/managers
Incentives for safe behaviors
HOW DO WE STOP UNSAFE BEHAVIORS
FROM OCCURING?

 Unsafe behaviors triggers accidents

 1 positive behavior = 10 negative behaviors
 Safety is to defend the company
 People doesn’t know the consequence
 Commitment to safety vs. safety training
 “Training just to comply legislation”
 Attitude cannot be changed overtime
HOW DO WE STOP UNSAFE BEHAVIOR FROM
OCCURING?
UNSAFE BEHAVIOR FOOTPRINT OF UNSAFE UNSAFE CONDITION
BEHAVIOR

- Taking short-cuts - - Hose in walkways - Pothole -

No PPE’s Obstruction

- Within someone’s - Not in someone’s

control Control
- Triggers Accidents
WHY PEOPLE DO WHAT THEY DO?
Antecedent BEHAVIOR Antecedent
(Trigger) (Trigger)

Anything that gets What do we do What happens to us

people to act in a during and after
specific way How we act the behavior

A trigger that leads Positive, negative

to a behavior or neutral

E.g. PPE feels Don’t wear PPE Comfort (+)

Uncomfortable Injury (-)

PAST BEHAVIORS INFLUENCES FUTURE BEHAVIOR

ANTECEDENTS
 Antecedents trigger behavior by signaling what is expected of
people
 Common safety antecedents includes:
 Rules and procedures, Safety Signs, Posters, Safety Training,
 Custom and practices, Other people’s behavior
 “we learn from watching others”
 Impact of common safety antecedents:
 Communicate information
 Effective only in the short term
 When they do not appear to direct behavior, line-management
 tend to produce them even more
 Often over-relied upon to influence performance
CONSEQUENCES
CONSEQUENCES FOLLOW
BEHAVIOR

CONSEQUENCES EITHER:
1. Strengthen a behavior
2. Weaken a behavior

Consequences always follow behavior. The trick is to make

sure that positive consequences are always received for
desired behaviors.
WHAT IS BEHAVIORAL SAFETY?

Behavioral safety is the systematic

application of the understanding of
human behavior to the problems of
safety in the workplace.
CONSEQUENCES OF ACCIDENT

REPENTANCE REGRET
For example:
1. ducking under or climbing over assembly

lines to reach the controls

2. not holding the handrail when

ascending/descending stairs
3. not putting equipment away after

completing a job, etc.,

are all human ways.

These are in the direct control of the
person engaging in them, and therefore
can be targeted for improvement via a
workforce driven behavioral safety
initiative.
UNDERSTANDING BEHAVIOR SAFETY

Many companies have spent a lot of time

and effort improving safety over a number
of years. These efforts tend to produce
dramatic reductions in accident rates.
Why focus on unsafe behavior?

Although difficult to control, approximately 80-95

percent of all accidents are triggered by unsafe
behaviors.
Proactive index of safety performance

A focus upon unsafe behaviors also

provides a much better index of ongoing
safety performance than accident rates for
two reasons:
First, accidents are the end result of a
causal sequence that is usually
triggered by an unsafe behavior; And
second, unsafe behaviors can be
measured in a meaningful way on a
daily basis.
Consequently, rather than being proactive,
those who focus almost exclusively on
accident rates as a measure of safety
reactive in their
performance tend to be _______
approach to safety.
WHY DO PEOPLE BEHAVE UNSAFELY?

People often behave unsafely because they have

never been hurt before while doing their job in an
unsafe way: 'I've always done the job this way'
being a familiar comment.
HOW CAN WE STOP UNSAFE
BEHAVIOR? WHY NOT ENGINEER OUT
HAZARDS?

Eliminating hazards by engineering them out or

introducing physical controls can be an effective
way of limiting the potential for unsafe behavior.
While successful in many instances, it does not
always work, simply because people have the
capacity to behave unsafely and override any
engineering controls.
PRESENCE
SENSOR

POWER 40 – LOT B 2- HAND CONTROL

July 27, 2005
HOW CAN WE STOP UNSAFE BEHAVIOR?
WHY NOT CHANGE PEOPLES ATTITUDE?

Although positive safety attitudes are important and

very desirable, the link from attitude change to
behavior change is very weak. This can be
explained by the fact that a single attitude
comprises of at least three components: thinking
(cognitive), feeling (emotional), and the intention to
act on it (commitment).
Fortunately, the link from behavior change to
attitude change is much stronger. If people
consciously change their behavior, they also tend to
re-adjust their associated attitudes and belief
systems to fit the new behavior. Behaviour change,
therefore, tends to lead to new belief and attitude
systems that leads the way to the new set of
behaviors.
HOW CAN WE STOP UNSAFE BEHAVIOR?
PUNISH PEOPLE UNTIL THEY BEHAVE
SAFELY?

The effectiveness of punishment is dependent upon

its consistency. It only works if is given immediately,
and every single time an unsafe behavior occurs.
HOW CAN WE STOP UNSAFE BEHAVIOR?
PRAISE PEOPLE FOR BEHAVING
SAFELY.

It is a fact that most people tend to respond more to

praise and social approval than any other factor.

Crucially, the effect of this is to explicitly link the

desired safe behavior to the praise received. Once
the required behavior pattern starts to become
established, the timing and frequency of the praise
and social approval can be reduced over a period
of time.
HOW DO WE USE THIS KNOWLEDGE TO
HELP IMPROVE SAFETY BEHAVIOR?

Accordingly, behavioral safety approaches are very

much driven and shaped by the workforce, in
conjunction with line management. In this way, the
workforce is given responsibility and authority for
identifying, defining and monitoring their own safe
and unsafe behaviors, as well as setting their own
'safety improvement' targets.
DOES IT WORK?

Overwhelmingly, the answer is yes! Psychologists

from around the globe have consistently reported
positive changes in both safety behavior and
accident rates, regardless of the industrial sector
or company size.
A Behavioral Safety Assessment Survey

Introduction

Many companies consider the use of Behavioral

Safety when their safety performance appears to
have reached a plateau whereby a base level of
accidents remain that appear to be almost
exclusively related to the behavioral aspects of
safety.
The aim of a readiness survey

The purpose of any behavioral Safety Assessment

Survey is to give a company an indication of where
any safety problems might reside that are likely to
interfere with a successful introduction of a behavioral
safety system.
The Praxis Six Cell Analysis Model

The Praxis Six Cell Analysis Model is based on a

performance equation : Motivation X Ability =
Performance.. In essence, just six questions asked
from three different organisational levels can help
you assess your site readiness. Two questions are
put to individuals; Two questions are put to each
workgroup as a whole, and the final Two are also
put to each workgroup but are asked from a
company wide perspective.
Behavioral Safety Readiness Survey

MOTIVATION ABILITY
Am I happy to behave safely? Do I know how to behave
Individual safely?

How will others respond if I Will others provide help,

Workgroup behave safely authority, information and
resources I need to behave
safely?
How does our company reward Do our structures, systems or
good safety performance? our environment facilitate or
Organization
block us from behaving safely.
How to use the Readiness Survey
MOTIVATION ABILITY
Am I happy to behave safely? Do I know how to behave safely?
Individual
How will others respond if I behave safely Will others provide help, authority, information
Workgroup and resources I need to behave safely?

How does our company reward good safety Do our structures, systems or our environment
performance? facilitate or block us from behaving safely.
Organization

If each individual in a work group positively answers that they are happy
to behave safely (cell 1), but that they do not know how to behave safely
(cell 2), this could indicate a training need. Often however, people DO
know how to behave safely, its just that they gain rewards (e.g. praise and
/ or bonuses) for taking unsafe short cuts to reach their workgroups
production targets (cell 5). In such instances further training would be
inappropriate solution. It would be far more effective to examine the way
people are being rewarded for behaving unsafely, or examine how
realistic the production targets are.
MOTIVATION ABILITY
Am I happy to behave safely? Do I know how to behave safely?
Individual
How will others respond if I behave safely Will others provide help, authority, information
Workgroup and resources I need to behave safely?

How does our company reward good safety Do our structures, systems or our environment
performance? facilitate or block us from behaving safely.
Organization

How other people in a workgroup respond to someone

unwilling to take short-cuts (cell 3) for the sake of
production will also indicate that production issues, or a
'macho' culture prevails over safety issues. This could, for
example, indicate that safety does not get much support
from the immediate line-management (cell 4).
MOTIVATION ABILITY
Am I happy to behave safely? Do I know how to behave safely?
Individual
How will others respond if I behave safely Will others provide help, authority, information
Workgroup and resources I need to behave safely?

How does our company reward good safety Do our structures, systems or our environment
performance? facilitate or block us from behaving safely.
Organization

Similarly, a negative answer to the organizational rewards

for good safety performance (cell 5) could indicate that all
the organizations reward systems are geared to production.
It is a truism that an organization will get what it measures
and reinforces. If no rewards exist for good safety
performance it is almost inevitable that safety performance
will decline, taking profits straight of the 'bottom-line'.
A Behavioral Safety Leadership
Index

Firstly, the co-operation of management is

often needed to implement remedial actions
that have been identified by the workgroup.

Secondly, management’s commitment to any

improvement project will determine employee’s
behavior and commitment to that project.
It is important that management, at all levels,
displays its commitment to a behavioral safety
project by providing Visible Ongoing Support.
In essence, this means that managers engage
in a number of observable behaviors that are
directed at safety.
First line management
Front line managers can demonstrate support
by being proactive and conducting positive
audits, etc. First line managers can also
demonstrate support by ensuring that
provision is made for safety related activities,
such as observations and safety meetings
which facilitate employee driven safety
systems.

A checklist of potential front line management

actions provides the basis for measuring
ongoing support.
First Line Visible Ongoing Support (FLVOS)
BEHAVIOUR YES NO
Corrected an unsafe act
Discussed safety with the workgroup
Closed a remedial action
Discussed a safety issue with the safety advisor
Conducted a risk assessment
Conducted a tailgate talk (de-brief)
Provided feedback on a safety issue to the workgroup
Accompanied an observer during their observation tour
Ensured the observer updated the feedback chart
Conducted an incident investigation
Led a safety meeting
Conducted safety training
Assisted an observer in providing team feedback
Identified an unsafe condition
Conducted a positive audit
Total:
Percentage Support (Yes/Yes+No)*100
First Line Visible Ongoing Support (FLVOS)

To score the measure, BEHAVIOUR YES NO

managers simply place a Corrected an unsafe act

Discussed safety with the workgroup
tick in either the ‘Yes’, or Closed a remedial action

‘No’ column. Percentage Discussed a safety issue with the safety advisor
Conducted a risk assessment
support is then calculated Conducted a tailgate talk

by dividing the number of Provided feedback on a safety issue to the workgroup

Accompanied an observer during their observation tour
‘Yes’ ticks by the total Ensured the observer updated the feedback chart

number of ‘Yes’ and ‘No’ Conducted an incident investigation

Led a safety meeting
ticks, the product of which Conducted safety training

is multiplied by one Assisted an observer in providing team feedback

Identified an unsafe condition
hundred. The measure is Conducted a positive audit

then returned to the Total:

behavioral safety project

Percentage Support (Yes/Yes+No)*100

team, so that progress can

be monitored.
First Line Visible Ongoing Support (FLVOS)

BEHAVIOUR YES NO
Corrected an unsafe act

The results of the

Discussed safety with the workgroup
Closed a remedial action

monitoring over a period Discussed a safety issue with the safety advisor
Conducted a risk assessment

of time could also be Conducted a tailgate talk

Provided feedback on a safety issue to the workgroup
used to assess the Accompanied an observer during their observation tour

safety element of a
Ensured the observer updated the feedback chart
Conducted an incident investigation

managers operational Led a safety meeting

Conducted safety training

performance within the Assisted an observer in providing team feedback

Identified an unsafe condition
employing organizations Conducted a positive audit

annual performance Total:

Percentage Support (Yes/Yes+No)*100

appraisal system.
Senior Management

Although senior managers have a wider scope of

influence than Front Line managers, their ongoing
support can be measured in exactly the same
way. However it is important to remember that
senior managers operate at the strategic level and
that the checklist should therefore reflect these
activities.
Senior Managements Ongoing Support (SMOS)
Yes No
Behaviour

Attended a workgroup safety meeting    

Developed action plans for remedial actions    
Ensured that some remedial actions were closed    
Discussed safety with Front line management    
Approved funding for safety improvement (s)    
Conducted an observation with an observer    
Discussed safety performance with a workgroup    
Conducted incident investigation    
Reviewed safety progress with Mgnt team & SHE Advisor    
Attended safety training course    
Conducted safety related training    
Reviewed line-management’s Visible Ongoing Support    
Total    
Percentage Support (Yes/Yes+No)*100
Senior Managements Ongoing Support (SMOS)
Yes No
Behaviour
Attended a workgroup safety meeting
   
Developed action plans for remedial actions
   
Again, if the example Ensured that some remedial actions were closed
   
checklist does not match Discussed safety with Front line management
   

the needs of your

Approved funding for safety improvement (s)
   
Conducted an observation with an observer
   
organization, you can Discussed safety performance with a workgroup
   
design your own Conducted incident investigation
   
measure of senior Reviewed safety progress with Mgnt team & SHE Advisor
   
management support. Attended safety training course
   
Conducted safety related training
   
Reviewed line-management’s Visible Ongoing Support
   
Total
   
Percentage Support (Yes/Yes+No)*100
Senior Managements Ongoing Support (SMOS)
Yes No
Behaviour
Attended a workgroup safety meeting
   
Developed action plans for remedial actions
   
To do so, list the Ensured that some remedial actions were closed
   

activities that senior Discussed safety with Front line management

Approved funding for safety improvement (s)

   
   
management can Conducted an observation with an observer
   
do, or the provisions Discussed safety performance with a workgroup
   

that they can make

Conducted incident investigation
   
Reviewed safety progress with Mgnt team & SHE Advisor
   
to enhance safety. Attended safety training course
   
Conducted safety related training
   
Reviewed line-management’s Visible Ongoing Support
   
Total
   
Percentage Support (Yes/Yes+No)*100
A Behavioral Safety Steering Committee
Questionnaire

Many behavioral safety implementations are

introduced and run by steering committees. However,
many such implementations also run into problems as
the steering committee itself is often either seen as a
parallel safety committee whereby all the safety
problems on site are their responsibility, or they are
the only people involved in the behavioral safety
process. In practice this often means there is a lack of
genuine ‘buy-in’ to the process from the workforce.
This can often be detected when observers do not
conduct observations, employees do not know of
the process as they have never been observed, or
do not feel involved. In turn very little improvement
is evident, either in observation scores, the number
of remedial actions completed, or falling accident
rates.
In the first instance, overcoming such problems
almost always requires analyses of the steering
committees effectiveness in their duties. In turn this
requires knowledge of the steering committees
roles and structure. The following outlines the key
components of an effective steering committee.
In terms of leading the process, the
steering committees responsibilities
include:
 ‘Selling’ the process to the workforce,
 Recruiting observers and other replacement
committee members;
 Liasing with and supporting observers;
 Helping managers understand the committee
members and observers roles;
 Monitoring the process to identify problems and
respond accordingly;
 Leading by example
In terms of managing the process,
committee members:

 Conduct training in the behavioral process for

all levels of employees

 Develop behavioral observation checklists;

 Train observers in their role;

 Design the observation strategy to achieve

regular random observations;
 Monitor the quality and frequency of
observations;
 Monitor the quality and frequency of feedback;
 Enter observation data into computerized
software;
 Use observational data to identify and solve
ongoing problems;
 Regularly communicate with the workforce in
terms of:
 Reporting results to employees and managers

 How the process is proceeding as a whole

The numbers and types of obstacles

identified

The numbers and types of remedial



actions completed

 Look to continually improve the process.

WHAT IS BEHAVIORAL SAFETY?

Behavioral safety is the systematic

application of the understanding of
human behavior to the problems of
safety in the workplace.
FACTORS AFFECTING CONSEQUENCES
TIMING CONSISTENCY PERCEIVED VALUE
Soon Certain Positive

Consequences that occur Consequences that always Positive consequences to

close to the related occur are more powerful the behavior are being
behavior are more then those which are rare repeated
effective

Late
Uncertain Negative
Delayed consequences may Consequences that are Negative consequences can
not be associated with the weaker and are seen as less stop behaviors. BUT, people
behavior important have a tendency to deny that
negative events may happen
to them
Different types of Consequences
Consequences reinforce behavior in different ways:
 A Positive Consequence (PC+) reinforce 7 increase the desired
behavior (Ex.Its nice when it happens)
 An Alleviating Consequences (AC+) reinforces & increases the
desired behavior to a certain point (Ex. It’s nice when taken
away)
 Punishment (P-) decreases the undesired behavior (Ex. It’s nasty
when it happens) NO REWARD
 No consequence for a behavior tends to Extinguish (E) it (Ex.
Nothing happens)
 RISK MANAGEMENT
IDENTIFYING TYPES OF CONSEQUENCES
 Decide whether or not the person wants the consequence
 decide whether or not the person got the consequences

Want Don’t Want

Positive (PC+) Punishment (P)

Get Increase

Decrease

Extinction (E) Alleviating (PC-)

Gradual decrease Increase to a point
Don’t Get
Dilemma of Safety

 Unsafe Behaviors are often rewarded

by soon, certain and positive
reinforcers.

 Safe Behaviors are often associated

with negative or non-existent
reinforcers.
Traditional Safety Programs:

 Generally Top Down directives; (command & control)

 Targets every aspects of safety; (Procedures)
 Reactive to accident & injury rates; (not proactive)
 Sole reliance to line management for enforcement;
 Involves exhortations to be “safe” and incentives for injury
free days; (no incentive for behavior)
 Involves punishment for non-compliance; (fault finder)
 Requires visible on-going support from all mgt. levels.
 FOCUS ON:

CRITICAL BEHAVIOR INVENTORY (CBI)

1. UNSAFE BEHAVIORS
2. CONSEQUENCES
3. BEHAVIORAL SAFETY OBSERVATION
PROCESS
4. SAFETY ASSESSMENT
5. MANAGEMENT ROLES ON SAFETY
BEHAVIORAL SAFETY OBSERVATION PROCESS

 Involves significant workforce participation;

 Targets specific unsafe behaviors;
 Based on observational data collection (Frequency);
 Involves data-driven decision-making processes;
 Involves a systematic, observational, improvement intervention;
 Involves regular focused feedback about on-going performance;
 Requires visible on-going support from all mgt levels
BBS IMPLEMENTATION STRATEGIES

 Train observers
 Set safety performance targets
 Monitor performance
 Give feedback at weekly meetings
 Implement to contractors
(Safety Performance Inventory)
Performance Performance Actual
PERFORMANCE TARGETS standards Targets

1. Buy In/Involvement

2. Train by Team

3. Develop Checklist

4. Give Feedback
BEST PRACTICES LEARNT IN BBS
 Work in partnership with employees
 Get Front-line management involvement
 Avoid major events
 Select the right coordinator(let employees choose)
 Include environmental aspects straight way
 Fix safety problems right away to maintain employee
involvement
 Do not expect a step change, just a steady tail off of
accidents
BEST PRACTICES LEARNT IN BBS

 Do not allow consultants to do all the work

 Need a dedicated safety champion from Management team
 Conduct briefings with workforce before starting
 Get front-line/middle mgt. Early buy-in
 Ensure effective communications
 Allow employees to develop checklist
 Fix safety problems right away to maintain employees
involvement
 Do not expect a step change, but a steady tail off of a
accidents
BEHAVIOR OBSERVATION SYSTEM
OBSERVER:___________________ DATE:___________________
PLACE :___________________ TIME:___________________

CRITICAL BEHAVIORS SAFE REINFORCED UNSAFE CORRECTED UNSEEN

EXAMPLE:
Lock-out/Tag-out procedure
People are wearing
Fall Protection Equipment
Use of PPE’s in wielding jobs
BEHAVIOR OBSERVATION SYSTEM
PROCESS
OBSERVER:___________________ DATE:___________________
PLACE :___________________ TIME:___________________
CRITICAL UNSAFE
ACTION TARGET
CONDITIONS LOCATION RESPONSIBLE
REQUIRED TIME/DATE
OBSERVED
“Critical Behavior Inventory”
We define safety as “a state when
everything is done in a planned and
controlled manner’’…to meet the safety
vision.
Safety Vision……….

“No injuries to anyone, ever”

How will the vision be achieved?
Through an unrelenting focus
in 3
key areas.
SAFETY

Hardware Systems People

Examples of what we mean by Hardware,
Systems & People are:

Safety (SHE)

HARDWARE SYSTEMS PEOPLE

Design Clearances
Safety Meetings
Maintenance Reporting
Auditing Recognition
Hazard Studies Discipline
Commissioning Alteration Authorities
Rehabilitation Job Cycle Checkers (JCC)
Standards Recruitment
Interlocks Policies
Protective Equipment Tool Box Talks
Protective Systems Training
Integrity Machine Plans
Objectives (Challenges 2000) Safety Charter
Guarding etc. Initiatives
Job Safety Analysis (JSA)
Product Stewardship Safety 2000
Training Safety 2000:(CB)
Basis of Safety etc.
Procedures
etc.
SHE Management System
SIZE
POLICIES

ST S
A RD AN HE
BO DA
RD

PROC
PLAINS

MODE ES
EDUR
L
CONTINOUS
SHE PROCEDURES
LE SSU
A
TT RA

ES
ER NC

E D TY
UR
S

OC FE
OF

PR SA
E

AU L
DIT
S LOCA CE
TI
PRAC
Graphs of safety statistics for most companies generally look
something like:

A(Hardware)
B(Systems)
C(People)

Where the improvement in safety at (A) is caused by a focus on

hardware, at (B), by a focus on systems and at (C), by a focus
on people. Note the improvements become smaller and harder
the closer we get to zero.
Unless we change the
way we do things!
A definition of insanity……..
Doing the same thing everyday
and expecting improvement.
You may remember one of the Safety 2000 slides
on the Causes of incidents

FAILURE IN ONE OR FAILURE IN

MORE BEHAVIOUR
Lapses of
MANAGEMENT attention Mistaken
SYSTEMS Misperception Actions

Training Hazmap Maintenance Willfulness Mistaken

Audit Priority

Unsafe
Behavior
Incident

Clearance Resource
Induction Procedure
s
s
ORGANISATIONAL
YOUR
RESPONSIBILITIES
RESPONSIBILITIES
………This diagram shows
how accidents have many
contributing factors but, in
most cases, the step
immediately before the
accident (the final step) was
someone behaving in an
unsafe manner.
If follows that:
“Most incidents could
have been prevented if the
person(s) involved
behaved differently”
The last step is with you!!
While we will continue to focus on providing good
equipment and management systems we can never
assume we have removed all the hazards.

By choosing a safe behavior, a person can stay safe

even when other safety systems have failed.
A reminder of some other Safety lessons:

 People don’t set out to injure themselves or others.

 Most accidents have been ‘rehearsed’ many times
 Someone observing a person get injured could almost
always ‘see it coming’ or have stepped in to prevent it.
 The behaviors & system failures that lead up to an incident
are highly controllable, however the consequences are
often unpredictable.
 Behavioral programs are about preventing accidents.
Blame is not part of our vocabulary.
Other recent initiatives of our behavioral approach have
included:

 The Safety Charter - Sets out expectations for Supervisors and all
employees
 HR Procedures - Sets out the expected behavior and the consequences
of non-acceptable behavior.
 Tool Box Talks - These along with monthly meetings and a raft of other
smaller, not so obvious initiatives have been implemented to increase
involvement of all employees in safety.
 Basis of Safety - A poster/matrix which specifically includes employee’s
roles in maintaining safe behaviors and systems of work.
 Posters - A set of A4 size posters highlighting several critical behaviors (3
limb contact, correct use of tools etc.)
 The SHE Weekly - Many behavioral topics in the “Weekly” e.g. Line of
Fire
Most people in the group are now:
•What is the job at hand?
 Aware of Safety Remember •What are the hazards?

•What can I do to reduce the

the 3 Safety Questions
hazards?

 Use the process regularly

 Talk freely about the behavioral approach
to safety
 Have the opportunity to be a full partner
in cultivating a Total Safety Culture

It’s now the time to move a step further

down the behavioral safety process….
As with Hardware & Systems, we will be continuing to
maintain Safety, but now we must get in closer to people’s
behavior and:

 Analyze it
 Observe it
 Standardise it
 Remove roadblocks to appropriate behaviour

and send people home safely at the

end of the day
This continuation of Safety VISION:
Critical Behaviour Inventory centres around
identifying and focusing on ‘final step’ behaviours
that repeatedly contribute to our accidents
These behaviours have been
written into a checklist called the
CBI Observation Checklist
The CBI process and inventory is based
on the following logic:

 A small number of behaviors repeatedly contribute to

accidents.

 Reducing the frequency of these behaviours will reduce

the number of accidents.

 Training people in the ‘appropriate’ behaviours will

increase their likelihood of occurrence (and decrease the
likelihood of inappropriate behaviour)

 By observing and measuring the appropriate and

inappropriate behaviors we will be able to monitor the
real safety of our people and also reinforce our training
in appropriate behaviours.
5 Key steps in CBI Process:

1. Identify
the recurring
inappropriate
behaviour

5. Reinforce 2. Determine
the appropriate the appropriate
behaviour behaviour

3. Train people in
4. Monitoring the appropriate
(observing) behaviour
behaviour
 Definitions

1. Body Use

1.1 Exertion/Rushing - is the person pacing themselves and using levels of

effort and correct manual handling techniques so as they are not over
stretching or rushing.
1.2 Line of Fire - is the person positioned such that they could be struck,
sprayed, fallen on, bitten or ranover?
1.3 Warm Up - Did the persons warm up and maintenance stretches match
the hazards of the task?

2. Travel

2.1 Ascending/Descending - is the person ascending/descending using 3

limb contact?
2.2 Eyes of Path - is the person observing and assessing the surface
immediately before them?
2.3 Look before moving - Has the person looked for a clear space before
moving?
2.4 Survey Area - Has the person actually surveyed their work for potential
hazards?
Critical Behavior Inventory (Cont’d)
 Definitions

3. PPE
3.1 Hand/arm - is the person wearing protection sufficient to protect their
hands/arms against any hazards presents?
3.2 Eye on hands - is the person eyes on their hands whilst working to avoid
pinch points?

4. Travel

4.1 Use - is the person using the tools or equipment in such a way so as not
to create any hazards?
4.2 Selection - is the person using the correct tool or equipment for the
task?
4.3 Condition - Are the tools and equipment being used in a sound and
serviceable condition?
 The CBI Observation Checklist
follows. This will be the main tool
used in the observations.
CBI OBSERVATION CHECKLIST
Observer
Main Task: Date:
1.0 Body Use Appropriate Inappropriate
1.1 Exertion/rushing
1.2 Line of fire
1.3 Warm up
2.0 Travel
2.1 Ascending/descending
2.2 Eyes of path
2.3 Look before moving
2.4 Survey area
3.0 PPE
3.1 Hand/am
3.2 Eyes on Hands
4.0 Tools & Equipment
4.1 Use
4.2 Selection
4.3 Condition

Comments:

Open Observe Feedback : Close

You will note the behaviours identified
have the following in common:

•
They apply to almost any workplace
•
They are quite specific
•
They are easily observable
•
They are ‘final step’ behaviors
Stage 3. Training people in the Appropriate
Behaviours & Observation Techniques

(THIS SESSION)
Stage 4. The CBI Monitoring Program

The CBI monitoring program relies on employees:

• Observing other employees at work

• Providing feedback on appropriate/inappropriate
behaviors
• Recording and analyzing trends in behaviour.
 Your CBI Facilitator will now train you in:

1. The appropriate behaviors

2. How to conduct an observation and give feedback

3. How to efficiently and productively manage the CBI

process at your site.
The overall CBI process is:
 Take a CBI checklist into workplace
 Observe colleague doing a task
 Determine and record “appropriate or inappropriate”
behaviors
 Give feedback and seek it
 Analyze and publish data - group/division wide
 Plan and implement improvements - remove
roadblocks
There is no set limit for an
observation and feedback session,
but 5-10 minutes should be
sufficient.
Our initial aim is to have
each employee conduct
an observation session on
a fellow employee at least
once every week
The CBI process applies to
everyone in the group
Each team leader is responsible
for ensuring the observations are
conducted. As safety is everyone’s
responsibility, however, everyone on site
should take a personal responsibility in
conducting their observations and
accepting others observations of
themselves.
• To ensure the ongoing success of the
program:
 Each team leader will be responsible for maintaining CBI at his/her plant
 Each group of sites will have a coordinator
 Each generator will be required to conduct at least one observation per
week
 Observations will be analyzed and monitored centrally (SHE team)
 ROM’s and DOM’s will have special training in CBI
 Implementation and observations will form part of annual assessments
 The SHE team will monitor the implementation process
 CBI training will be recorded on the Operator Skills Matrices
 CBI will be built into the World Class Audit System
 CBI will be implemented across the business

But above all………………

Our improved safety performance will be the greatest
measure of success.
Summary:
 CBI resulted in an improvement of safety performance
 CBI will further improve safety performance (to deliver
the safety vision)
 CBI reinforces safety behaviors
 It is your opportunity to become more actively
involved in Safety Program

Thank you
CRITICAL BEHAVIOR CHECKLIST
1.0 Body Use Appropriate Inappropriate
1.1 Exertion/rushing
1.2 Line of fire
2.0 Travel
2.1 Ascending/descending
2.2 Eyes of path
2.3 Look before moving
2.4 Survey area

3.0 PPE
3.1 Protecting Head
3.2 Hand/am
3.3 Eyes on Hand
3.4 Feet
3.5 Ears
3.6 Mouth/nose

4.0 Tools & Equipment

4.1 Use
4.2 Selection
4.3 Condition
1.0 Body Use Appropriate Inappropriate
1.1 Exertion/rushing
1.2 Line of fire

2.0 Travel
2.1 Ascending/descending
2.2 Eyes of path
2.3 Look before moving
2.4 Survey area
3.0 PPE
3.1 Protecting Head
3.2 Hand/am
3.3 Eyes on Hand
3.4 Feet
3.5 Ears
3.6 Mouth/nose
4.0 Tools & Equipment
4.1 Use
4.2 Selection
4.3 Condition

Comments:

Open Observe Feedback Agree Close

Supt. Submitts to Safety Dept.
Safety Dept.
complied/analyzes
data weekly
Safety
“Critical Behavior Inventory”
Examples of what we mean by Hardware,
Systems & People are:
Safety
(SHE)

HARDWARE SYSTEMS PEOPLE

Design Clearances
Safety Meetings
Maintenance Reporting
Recognition
Auditing
Hazard Studies Discipline
Alteration Authorities
Commissioning Job Cycle Checkers (JCC)
Rehabilitation
Standards Recruitment
Policies
Interlocks Tool Box Talks
Protective Equipment
Protective Training
Plans
Systems Integrity Safety Charter
Objectives (Challenges 2000)
Machine Guarding Initiatives
Job Safety Analysis (JSA)
etc. Safety 2000
Product Stewardship
Safety 2000:(CB)
Training
etc.
Basis of Safety
Procedures
etc.
Graphs of safety statistics for most companies including
Orica Explosives generally look something like:

A(Hardware)
B(Systems)
C(People)

Where the improvement in safety at (A) is caused by a focus on

hardware, at (B), by a focus on systems and at (C), by a focus
on people. Note the improvements become smaller and harder
the closer we get to zero.
PART - 2:
ACCIDENT/INCIDENT CAUSATION?

FAILURE IN ONE OR FAILURE IN

MORE BEHAVIOUR
Lapses of
MANAGEMENT attention Mistaken
SYSTEMS Misperception Actions

Training Hazmap Maintenance Willfulness Mistaken

Audit Priority

Unsafe
Behavior
Incident

Clearance Resource
Induction Procedure
s
s
ORGANISATIONAL
YOUR
RESPONSIBILITIES
RESPONSIBILITIES
While we will continue to focus on providing good
equipment and management systems we can never
assume we have removed all the hazards.

By choosing a safe behavior, a person can stay safe

even when other safety systems have failed!!
“Most incidents could
have been prevented if
the person(s) involved
behaved differently”

The last step is with people..

…with you..with us!!
WHY BEHAVIORAL APPROACH TO SAFETY?

Attitude - Something which is inside

someone’s head.
It can not be observed and
measured …

Behaviour - A conduct of oneself, usually through

his/her actions.

It can be observed and measured,

and therefore…can be changed or
improved!
PART - 3 : BEHAVIOURAL
SAFETY - CBI
WELCOME TO:

CBI PROGRAM
As with Hardware & Systems, we will be continuing to
maintain Safety, but now we must get in closer to people’s
behavior and:

 Analyze it
 Observe it
 Standardise it
 Remove roadblocks to appropriate behaviour

and send people home safely at the

end of the day
We started to change the way we did things.
We introduced the behavioural program
Lessons Learned from Behavioural Safety
 People don’t set out to injure themselves or others.
 Most accidents have been ‘rehearsed’ many times
 Someone observing a person get injured could almost
always ‘see it coming’ or have stepped in to prevent
it.
 The behaviors & system failures that lead up to an
incident are highly controllable, however the
consequences are often unpredictable.
 Behavioral programs are about preventing accidents.
Blame is not part of our vocabulary.
This continuation of Safety program called:
Critical Behaviour Inventory centres
around identifying and focusing on ‘final
step’ behaviours that repeatedly contribute
to our accidents
These behaviours have been written into a
checklist called the CBI Observation Checklist
CBI OBSERVATION CHECKLIST
Observer:
Main Task: Date:
1.0 Body Use Appropriate Inappropriate
1.1 Exertion/rushing
1.2 Line of fire

2.0 Travel
2.1 Ascending/descending
2.2 Eyes of path
2.3 Look before moving
2.4 Survey area
3.0 PPE
3.1 Protecting Head
3.2 Hand/am
3.3 Eyes on Hand
3.4 Feet
3.5 Ears
3.6 Mouth/nose
4.0 Tools & Equipment
4.1 Use
4.2 Selection
4.3 Condition

Comments:

Open, Observe, Feedback Agree, Close, (Sept 98)

The CBI process and inventory is based on the following
logic:

 A small number of behaviours repeatedly contribute to accidents.

 Reducing the frequency of these behaviours will reduce the
number of accidents
 Training people in the ‘appropriate’ behaviour will increase their
likelihood of occurrence (and increase the likelihood of
inappropriate behaviour)
 By observing and measuring the appropriate and Inappropriate
behaviours we will be able to monitor the real safety of our people
and also reinforce our training in appropriate behaviours.
5 Key steps in CBI Process:

1. Identify
the recurring
inappropriate
behaviour

5. Reinforce 2. Determine
the appropriate the appropriate
behaviour behaviour

3. Train people in
4. Monitoring the appropriate
(observing) behaviour
behaviour
The CBI process applies to
everyone in the Company
The behaviours identified
have the following in common:

 They apply to almost any work environment

 They are quite specific

They are easily observable

They are the final “step” behaviours

PART - 4: OEP SAFETY
PERFORMANCE
CBI BEHAVIOURS OBSERVED
WEEK -31
30
25
BEHAVIOURS
AMOUNT OF

Thousands

20
15 Appropriate
10 Inappropriate
5
0
Wk.3

Wk.5

Wk.7
Wk.1

Wk.9

Wk.17

Wk.19

Wk.29
Wk.11

Wk.13

Wk.15

Wk.21

Wk.23

Wk.25

Wk.27

Wk.31
PERIOD OF OBSERVATION

 Analysis Showing Amount of Appropriate Vs.

Inappropriate Behaviours
PERCENTAGE OF INAPPROPRIATE
BEHAVIOURS OBSERVED (WEEK 31)
20
PERCENTAGE

15

10

0
Wk.5
Wk.1

Wk.3

Wk.7

Wk.9

Wk.11

Wk.13

Wk.15

Wk.17

Wk.19

Wk.21

Wk.23

Wk.25

Wk.27

Wk.29

Wk.31
PERIOD OF OBSERVATION
PERCENTAGE OF INAPPROPRIATE

 Analysis Showing Percentage of Inappropriate Vs.

Appropriate Behaviours
RECORDABLE CASES
FREQUENCY RATE (1996-2000)

0.3
0.27 0.27
0.25
FREQUENCY

0.21
MTC FR
0.2
RATE

LWC FR
0.15 RWC FR
0.1
0.05 0 0 0 0 000 0 0 000 000 0 00
1996 1997 1998 1999 2000 2001 2002
YEAR
FIRST AID TREATMENT CASE
FREQUENCY RATE

7
6
FREQUENCY

5
RATE

4
3
FATCFR
2
1
0
'95

'01
'93

'97

'99

YEAR
TIMETABLE OF CBI PROGRAM

PERIOD
# ACTIVITIES 1ST WEEK ND
2 WEEK RD
3 WEEK 4TH WEEK 5TH WEEK 6TH WEEK 7TH WEEK
Review injur/incident history -
1 (1 Day)
Analyze Critical behaviour & Actual
2 on-bench observation-(1 Day)
Finalized training needs & design
3 -(1 Day)
Group workers into Pilot team
4 -(1 Day)
Train Pilot Teams on CBI observation
5 on-bench - (whole week)
Start implement CBI observation on-
6 bench -(Whole week)
Compile/analyze observation results
7 -(1 Day)
Measure Month’s Program progress
8 Result -(1Day)
Reinforce Appropriate Behaviour -
(through 1-session Tool Box Talk,
9 Training, etc.
Train other learns and continue CBI
10 Program implementation
Our Behavioural Safety Program Allowed Us To:

 Improve our safety performance

 Gain positive safety behaviour of our people
 Have significant reduction in our injury rates
 Have more room for improvement
 TARGET

 Improve safety performance and reduce injury

/incident rate
 Increase incident prevention awareness of
employees
 Develop incident prevention into personal
discipline; and safety as a way of life
PART - 5: OUR OFFER

 A behavioural safety management course

which identify critical bahaviour that leads to incidents
and prevent its occurrence through training of people
in appropriate behaviours

 By the end of 4-week period, employees shall:

• Be fully conversant with the Critical Behaviours

developed
•
Be able to properly conduct CBI observation
•
Be able to effectively participate in CBI Program
CBI PROGRAM PACKAGE
The package includes:

 Training
 Training materials and certificate
 Initial visit for evaluation of critical behaviours
 Drafting of CBI list
 Assisting in initial analysis of CBI Observations

Once a month consultation visit for 3 months
…QUESTIONS?
“it does not matter
whether the cat is
black or white
for as long as it catches
mice.”
“it is useless to tell a river to stop
running, the best thing is to
learn how to swim in the direction it
is flowing”